Ann Francke, CEO of the Chartered Management Institute
Despite ongoing efforts and activity towards gender equality, workplace gender equity remains elusive. For example, in May this year, the Charted Management Institute in the United Kingdom conducted research which found a gender gap in managers' views on the need for more gender-balanced leadership and opportunities.
The findings reveal that one-third of male managers believe gender balance efforts in the workplace have gone too far. Worryingly the research finds that men in senior management positions—who are in positions of power to advance DEI efforts—are significantly more likely than senior female leaders to feel that too much effort is being focused on ensuring workplace gender balance (35% versus 14%).
Ann Francke, CEO of the Chartered Management Institute, says the findings clearly indicate backlash and resistance to workplace diversity, equity and inclusion (DEI) efforts—particularly from male managers.
Over the last decade, DEI has become more topical, and clearly, those in positions of power believe too much focus is being given to the topic even though very little change has occurred, as Francke explains.
"There is a double-edged sword with the amount of talk we have, the amount that we read about this, the number of times it comes up in meetings. Men are clearly getting tired of talking about DEI. They think, 'We've been there, we've done that, we've got the t-shirt', and yet the stats prove them otherwise. We haven't made anywhere near the progress throughout organizations that we think we have. There's too much talking and not enough doing," she says.
Here, Francke shares three actions leaders can take to tackle DEI fatigue at work.
Disrupt Denial
The Chartered Management Institute's research reveals that many leaders do not fully acknowledge their organization's gender equity issue. Instead, they make positive assumptions when the true picture is bleaker, says Francke. She believes that male leaders need to be aware of how women experience gender bias at work to understand how their behavior may contribute to women's experiences of discrimination.
"Engage in conversations so that it isn't just the factual case. It's also the empathy case, which is the emotional case of understanding the barriers and microaggressions that are often unconscious and serve to hold women back. If a male colleague is talking over a woman or taking her ideas, we need to take that person aside and say, 'Hey, did you think about the impact of that remark?' Tolerating it and saying nothing is making you complicit in the problem."
Francke says senior leaders must consistently role-model inclusive behaviors and challenge bad behavior. In particular, she says that men calling other men and holding each other accountable can be a powerful catalyst for change.
Get Men Involved
Creating true gender parity requires participation from all individuals regardless of their level or position in a company. Research has shown the marked difference in progress reported by organizations where men are engaged in gender diversity initiatives compared to where they're not, and Francke reiterates that getting men involved is key.
"It's about coming together, supporting each other, and talking about the need to make progress. Too many gender endeavors have focused on fixing women and encouraged women to get together and 'fix themselves'. But if you don't include men, you are not going to be as successful in your endeavors because you're making men think DEI is just something women do."
Francke believes creating a psychologically safe workplace where everyone can voice their concerns, including male leaders, is essential. By inviting all employees to share their DEI challenges and concerns Francke says companies can better engage and enroll everyone to take action.
Communicate What's In It For Individuals
Francke believes there has been too little effort devoted to communicating the benefits of greater equity for organizations and employees. As she explains, organizations that don't address gender equity will struggle to stay competitive in the future.
"We found that 62% of senior male leaders believe it's not important for them to have gender-balanced management teams at a senior level. They don't need diversity to cope with future challenges. But these leaders will struggle when it comes to retaining talent and making good business decisions. We need to ensure that men understand gender balance benefits everybody—including them. It is a win-win, not a win-lose."
Leveraging the collective impact of everyone is the most effective way to attain long-lasting impact, says Francke. Men must be an integral part of the journey toward equity and inclusion. She believes that companies can hold men accountable for advancing DEI efforts by encouraging them to share their personal commitment and goals for advancing gender equity in the workplace.
